I recently finished reading the book “Influencer: The Power to Change Anything.” Among other things, the book describes several influence strategies and one of them is to use physical things to promote the desired behaviour. To illustrate their point they provided a simple example that I’ll summarize in the next paragraph before drawing similarities to how a kanban system can influence good behaviours for your team.
The 1940s saw an increase in people eating out at restaurants after the end of the war and a surge in growth and prosperity. During this time restaurants struggled to keep up with the demand and tension grew between wait staff and cooks. Orders were late or confused and customers were annoyed. Dr. William Foote Whyte was invited to help. His solution was to install a simple 50 cent order spindle – a basic kanban system that later evolved into the order wheel. Wait staff wrote their detailed orders on paper that were skewered onto the spindle and the cooks would fulfill the orders generally in a first in first out sequence. This simple system worked wonders and still exists today. Cook staff could clearly understand the priorities and requirements for the meals while still being allowed some flexibility to make the meals in an efficient order. Wait staff could detail the order expectations and gain a better understanding of when meals would be completed. For more of the story, you’ll need to read the book (Influencer, pages 220-222).
If your organization is experiencing similar issues and frustrations between your customers and your IT staff, then implementing a simple kanban system like the spindle could be a first step to improving your results, communication and behaviour. If your requests are sized appropriately (think meals for individuals vs. meals for everyone in the restaurant), then your customers can decide which stories are important enough to put on the kanban board and put them on in the order they would like them completed. Use index cards or stickies with detailed instructions on them (acceptance tests) as a way of keeping the requests small. Keep the board small enough so that only a limited amount of requests can fit. As one request moves off the board, the customer gets to add another. Measure the average time it takes for a request to enter and exit the board so that your customers can understand how long it will take to complete an average request. Making this process visible in a physical and tangible way can help encourage communication and cooperation between your customers and your IT staff.
For another view of a simple kanban board and how it works, check out Henrik Kniberg’s cartoon here: http://blog.crisp.se/henrikkniberg/2009/06/26/1246053060000.html
- Iteration Backlog (limited to the points we think we can achieve in this iteration)
- WIP – Tests Defined (limit of 3)
- WIP – In development (limit of 5)
- WIP – Testing (limit of 3)
- Done (limited to the number of stories we can actually complete in an iteration)
This simple board helps improve communication and expectations between team members and stakeholders. It also encourages behaviours that we value – blurring of specializations, team cooperation, team ownership, and getting things to ‘done’. Enforced wip limits will inevitably mean that developers will need to help testers/analysts and vice versa, and that one story has to move to done before a new story can begin. Also, a board that visualizes your process can increase ownership of the process and the results. I expect the columns and wip limits to change as we use our board but we find this mix of scrum and kanban to be valuable.
Re-posted from http://winnipegagilist.blogspot.com